Entrepreneurial Leadership Theory. Can entrepreneurs learn to not fail so much? Possibly. Business Accelerator programs support entrepreneurial businesses taking them to the next level of business success.
Fundamentals of Entrepreneurial Leadership: Essential FeaturesDavid Kiger
There several features and qualities in common for those entrepreneurial leaders, especially for those who have been through hell and back, and have yet managed to thrive.
The real Essence of Entrepreneur. How can an organization create strong leaders and how the entrepreneurial leadership can make a significant impact the way the we think of the generic leadership.
Fundamentals of Entrepreneurial Leadership: Essential FeaturesDavid Kiger
There several features and qualities in common for those entrepreneurial leaders, especially for those who have been through hell and back, and have yet managed to thrive.
The real Essence of Entrepreneur. How can an organization create strong leaders and how the entrepreneurial leadership can make a significant impact the way the we think of the generic leadership.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
Here’s a book summary on the changing nature of the employer-employee relationship.
It suggests a different way of thinking about this relationship – make it an Alliance.
Motivation Best Practices for the Multi-Generational WorkforceO.C. Tanner
Employees of all ages need to be engaged, and there are several principles that will motivate workers of all ages. This SlideShare gives 5 tips that will motivate the multi-generation workforce, helping all employees feel recognized.
Culture Summit 2019 - Using Best-Self Management to Unlock Employee Potential...Culture Summit
In contrast to Performance Management, Best-Self Management proposes that when leaders build cultures and institute practices that support people in being and becoming their Best Selves, then high performance and uncommon loyalty is the natural result.
15Five’s Best-Self Management training integrates research such as the Growth Mindset, Strengths-based management, Psychological Safety, and Positive Psychology. We also incorporate a Best-Self discovery process, a weekly check-in, and regular one on one meetings.
Best-Self Management places a high degree of attention on helping to reflect and refine a person’s strengths, plan out their Personal Development Objectives, and continue to focus them on their own personal growth and development journey.
Learn more at www.culturesummit.co
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
Here’s a book summary on the changing nature of the employer-employee relationship.
It suggests a different way of thinking about this relationship – make it an Alliance.
Motivation Best Practices for the Multi-Generational WorkforceO.C. Tanner
Employees of all ages need to be engaged, and there are several principles that will motivate workers of all ages. This SlideShare gives 5 tips that will motivate the multi-generation workforce, helping all employees feel recognized.
Culture Summit 2019 - Using Best-Self Management to Unlock Employee Potential...Culture Summit
In contrast to Performance Management, Best-Self Management proposes that when leaders build cultures and institute practices that support people in being and becoming their Best Selves, then high performance and uncommon loyalty is the natural result.
15Five’s Best-Self Management training integrates research such as the Growth Mindset, Strengths-based management, Psychological Safety, and Positive Psychology. We also incorporate a Best-Self discovery process, a weekly check-in, and regular one on one meetings.
Best-Self Management places a high degree of attention on helping to reflect and refine a person’s strengths, plan out their Personal Development Objectives, and continue to focus them on their own personal growth and development journey.
Learn more at www.culturesummit.co
5 Prove Steps to Activate a Purpose-Led OrganizationBrandon Peele
In this training, you'll learn the 5 key steps to activate purpose in your business.
In the wake of the Business Roundtable and Financial Times announcements, businesses are asking themselves what it takes to become a purpose-led, multi-stakeholder organization.
A compelling field of research (http://scienceofpurpose.org) suggests that businesses that activate purpose at scale are more profitable, collaborative, innovative and fulfilling.
Experts in purpose-driven organizations, Brandon Peele, Shavon Lindley and ZachMercurio, PhD, will guide you through the 5 critical steps to activate a purpose-led organization in this online training.
At the end, you can download the 20-page whitepaper, "The Purpose and Profits Roadmap: Making Sense of the Business Roundtable Announcement", an in-depth exploration of best practices and pitfalls to avoid in activating purpose at scale. Or click here: https://bit.ly/2n2p92y
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
A Study of Cultural Dimensions in The Business OrganizationsSourav Dhar
The purpose of thesis was to investigate how Hofstede's (2013) five cultural dimensions: individualism Vs Collectivism, Masculinity Vs Feminism, Long term orientation Vs short term Orientation, uncertainty avoidance and power distance appear in west bengal Organization.
Entrepreneurial Hustle: Navigating Uncertainty and Enrolling Venture Stakehol...Greg Fisher
Entrepreneurs need to act under conditions of uncertainty and resource constraints to bring new, often‐unrecognizable products to market and convince an unknown set of stakeholders to support their endeavours. The type of action entrepreneurs take to navigate uncertain entrepreneurial contexts is underspecified. We analysed 48 interviews with entrepreneurs to inductively identify an action‐oriented construct we labelled as entrepreneurial hustle – an entrepreneur’s urgent, unorthodox actions that are intended to be useful in addressing immediate challenges and opportunities under conditions of uncertainty. In a follow‐up study, we use an experimental vignette approach to assess the impact of an entrepreneur’s hustle on venture stakeholders. Findings suggest that entrepreneurial hustle positively influences stakeholder perceptions of the entrepreneur’s leadership effectiveness and a venture’s legitimacy, mediated by perceptions of the entrepreneur’s ability‐based trustworthiness. We conclude that entrepreneurial hustle is a fundamental behaviour that enables entrepreneurs to enrol new venture stakeholders and lead their entrepreneurial efforts.
“Entrepreneurship and Individuals”
Exercise: Five factor model of personality
Advantages and disadvantages of cognitive and trait-based entrepreneurship models
Similar to Entrepreneurial leadership thoery supported in business accelerator programs (20)
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. How Many ofYou….
• Have started your own business?
• What was the most difficult aspect of taking it to the next level?
• What would you do different next time?
4. Your Participation in this Process
• You are invited to be candid in your assessment
• Criteria can include:
• Identify new approaches
• Identify areas that are not well defined or understood
5. Presentation Format
PART I
• Introduction
• Problem Statement
• Purpose of Research
• Research Questions
PART II
• Theoretical Framework
• Methodology
• Data Sources
• DataCollection
• DataAnalysis
PART III
• Significance
6. Introduction
• Entrepreneurs are known risk takers
• Passion, energy, and perseverance
• Financial, psychological, and social risk
• Follow a different set of rules
• Rely on their own understanding of the world around them
Bann, C. L. (2007).
(Cook &Yamamoto, 2011).
Part I
7. Small Business by the Numbers
Companies with Less than 500 Employees
2002 2008 Direction
U.S. 48% 46% - 2%
(United States Census Bureau, 2011).
8. Business Survival Rates by Time
• 40% => 3 year kill rate
• 67% => 10 year kill rate
Imagine if support for
entrepreneurs were given at a
higher degree.What would be
the result?
9. The Size of Small Business in Washington St.
Employment in
Categorized Sized
Firms
Firms operating in
Washington State
%
Employees against
total Washington
State employment
(%)
1 – 4 employees 61% 6%
< 20 employees 88% 21%
< 100 employees 96% 38%
(United States Census Bureau, 2011).
10. Business Incubator & Business Accelerator
INCUBATOR
• Over 50 years serving clients
• Inexpensive shared services
• 1,400 operating in US in 2006
ACCELERATOR
• First one in 2007, growing fast
• Investor-oriented
• Fast-paced, 3-4 month curriculum
(Carr, 2012)
11. Possible Solution?
• Entrepreneurship is Experiential Learning
• Accelerator Program is learning
• Why take hard knocks
• Learn from the best!
Agility
Leadership
12. The problem being researched is.....
• Frequent failure of small businesses
• which may be caused from a lack of entrepreneurial leadership agility.
• Startup phase of a business
• supports the entrepreneurs core competency
• limited opportunity to develop leadership skills
• Organizational development phase
• leadership skills play a much more important role
• business accelerator programs target this phase of the entrepreneurial enterprise
13. Suppose for a Moment...
• Imagine what a 10% solution could do....
• could have a tremendous positive impact on the tax base, reduced
unemployment rate, and improved standard of living.
Nonfarm Corporate and Non-corporate Shares of Receipts and Employment 2007
Revenue Employment
Small
Business
Large
Business
Small
Business
Large
Business
Total 30% 70% 49% 51%
Source:Statistics of U.S. Businesses, 2007 and NonemployerStatistics. U.S. Census Bureau
15. Research Questions
GENERAL QUESTION
• What method or methods of training in
a business accelerator program do
entrepreneurs indicate most useful to
their leadership development?
SPECIFIC QUESTIONS
• How do entrepreneurs describe the
aspects of a business accelerator
program that resulted in their
leadership development?
• What specific leadership skills did
entrepreneurs take away from their
experience in the business accelerator
program?
• What types of training were most useful
in an entrepreneurs’ leadership
development?
Descriptive Study
Explanatory Study
16. Theoretical Framework
• Qualitative, Case Study
• ExperientialTheory
• Learning through knowledge, skills, and values
• Learning by doing real-world activities
Part II
(He, 2013).
17. Theoretical Framework
• Entrepreneurial LeadershipTheory
• LeadershipTheory
• Combining strategic vision with influence
• Motivating others through a cultural process in the organization
• EntrepreneurTheory
• Create opportunity beyond the resources the individual controls
Roomi, M. A., & Harrison, P. (2011).
18. ENTREPRENEUR
• Performs complex solo duties
• Organizational structure not defined
• Personality traits may be complex
• Skills needed are varied
LEADER
• Performs duties in an organization
• Org structure is firmly established
Theoretical Framework
Entrepreneurial Leadership Theory
(Vecchio, (2003); Mattare, 2008).
20. Data Collection (3+ month process)
Study Participant
A
Study Participant
B
Study Participant
C
Study Participant
D
Intervi
ew
Observati
on
Intervie
w
Observati
on
Intervie
w
Observati
on
Intervie
w
Observati
on
Pre-entry Interview
Week MonthOne
1
2
3
4
22. Significance
ENTREPRENEURS
• Developing a stronger
understanding of
Entrepreneurs
BUSINESS
ACCELERATOR
PROGRAMS
• Better
understanding of
methodology and
results
UNIVERSITY
RESEARCHERS
• Improved teaching
methods
• Build upon the body
of literature
Part III
24. References
• (US Census Bureau, 2007). Statistics about business size (including small business) from
the u.s. census bureau. Retrieved from: http://www.census.gov/econ/smallbus.html
• Jones, K. (2011). A biographical approach to researching leadership and
entrepreneurship development processes in a small business context. Proceedings of
the European conference on management, leadership & governance, 199-205.,
Thomson, London.
• Andruss, P. (2013). Rev up your start up. Entrepreneur, 41, 77-83.
• Antonakis, J., & Autio, E. (2007). Entrepreneurship and leadership.The psychology of
entrepreneurship (pp. 189–208). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
• Bagheri,A. P., ZaidatolAkmaliah Lope. (2011). Entrepreneurial leadership: towards a
model for learning and development. Human resource development international, 14(4),
447 - 463. doi: 10.1080/13678868.2011.601594
• Bann, C. L. (2007). Entrepreneurial lives:A phenomenological study of the lived
experience of the entrepreneur, including the influence of values, beliefs, attitudes, and
leadership in the entrepreneurial journey. Capella University. Retrieved from ProQuest
Dissertations andTheses, 373-373.
25. References
• Byrd,W. C. (2010).The personal leadership practices of successful entrepreneurs.
Pepperdine University. Retrieved from:
http://search.proquest.com/docview/649391178?accountid=1230 (Order No.
3412018)
• Carr,A. (2012).Are accelerators losing speed?, Fast Company, 168, 51-56.
• City University of Seattle (2013). Protection of Human Subjects in Research.
Retrieved from: https://courses.cityu.edu
• Cogliser,C.C., and K.H. Brigham. (2004).The intersection of leadership and
entrepreneurship: Mutual lessons to be learned. The LeadershipQuarterly, 15, 771–
99.
• Cook, P., &Yamamoto, R. (2011). Inside the mind of the expert entrepreneur:The
explorer's view of strategy. Journal of management & strategy, 2(3), 77-85.
doi:10.5430/jms.v2n3p77
• Creswell, J.W. (2014). Research design:Qualitative, quantitative, and mixed methods
approaches. (4th ed.).Thousand Oaks, CA: Sage Publications.
26. References
• Engel, P. (2013). Small business owners don't fear the devastatingly high failure rate.
Retrieved from Business Insider website: http://www.businessinsider.com/small-
business-owners-are-optimistic-2013-6
• Gupta,V., I.C. MacMillan, and G. Surie. (2004). Entrepreneurial leadership: Developing
and measuring a cross-cultural construct. Journal of business venturing, 19, 241–60.
• He, F. (2013). Learning from failure:The making of entrepreneurial leaders.The George
Washington University,Ann Arbor, MI. Retrieved from:
http://proxy.cityu.edu/login?url=http://search.proquest.com.proxy.cityu.edu/docview/13
14799274?accountid=1230 (3553304)
• Johnson, J. E. (2011). Why some leaders can build new organizations: Leadership,
individual differences, and gender in entrepreneurship.The Pennsylvania State
University. Retrieved from ProQuest Dissertations andTheses, 152.
• Kempster, S.J., and J. Cope. (2010). Learning to lead in the entrepreneurial context.
Journal of entrepreneurial behaviour and research, 16(6), 5–34.
• Kobe, K. (2012). Small business gdp: Update 2002-2010. Retrieved from:
http://www.sba.gov/sites/default/files/rs390tot_0.pdf
27. References
• Knopp, L. (2007), National business incubation association: 2006 state of the
business incubation industry, National Business Incubation Association
Publications,Athens, OH.
• Kuratko, D. F. (2007). Entrepreneurial leadership in the 21st century: Guest editor’s
perspective. Journal of Leadership & Organizational Studies, 13(4), 1–11.
• Mattare, M. 2008.Teaching entrepreneurship:The case for an entrepreneurial
leadership course. USASBE Proceedings, 78–93.
• Rae, D. and Carswell, M. (2000) Using a Life-story approach in researching
entrepreneurial learning:The development of a conceptual model and its
implications in the design of learning experiences, Education and
Training, 42(4/5), pp 220-227.
• Roomi, M.A., & Harrison, P. (2011). Entrepreneurial leadership:What is it and how
should it be taught? International Review of Entrepreneurship, 9(3).
• Sepulvada, F. (2012, July 31).The difference between a business accelerator and a
business incubator? Retrieved from: http://www.inc.com/fernando-sepulveda/the-
difference-between-a-business-accelerator-and-a-business-incubator.html
28. References
• Shepard, J. M. (2013). Small business incubators in the U.S.: A
historical review and preliminary research findings. Journal of
knowledge-based innovation in China, 5(3), 213-233. doi: 10.1108/JKIC-
07-2013-0013
• Vecchio, R.P. 2003. Entrepreneurship and leadership: Common trends
and common threads. Human Resource Management Review, 13, 303–
27.
• Velocity venture capital accepts 10 startups into its business
accelerator program. (2013). Professional Services Close -
Up,Retrieved from
http://search.proquest.com/docview/1458634760?accountid=1230
• Yin, R. K. (1981).The case study crisis: Some answers. Administrative
Science Quarterly, 26(1), 58-65.
Editor's Notes
The Table of Content divides the design into three parts. Part I will develop the research idea and present the key concepts to build an understanding of the ensuing research.Part II will deliver the data components, the sources, collection methods, preparation, and analysis. Part III will end the presentation by defining what the researcher hopes to accomplish.
Link between entrepreneurship, leadership, and business success Individual’s historical and internal personal leadership experiences Subjective in nature Influenced by “conditioning, socialization and acculturation”. Behavioral traits are the tools the individual brings to the entrepreneurial stage.(Kobe, 2012). Cumulative economic effect entrepreneurs have on society are enormous Business development is considered the engine of economic expansion. Business, industry, and government all place a premium to encourage it.
Result: Negative Trend
Explain this chart – don’t just say the pointsNotice the steep delivery of the curve. Most start ups do not use the services of a Incubator.And, getting into an Accelerator is very difficult.
This is another way to show the significance small business has to our economy.
Incubator: Laying a foundation of support for entrepreneurs Assist in few months – few years: Administrative Management Technical Sources of Capital Networking with like minded individualsAccelerators: How it works => Entrepreneurs solicit the accelerator Present for acceptance 2 – 4 month programs Structured Curriculum Fire Hose for a drink of water 5 – 8% of company for cash stipend of $15,000 - $100,000 (Average is 5% and $20k) Real Benefit Knowledge Experts Fundraising Opportunities Success rate is goodOnce past the startup phase though, entrepreneurs find they may not have the needed skills to develop the organization into an ongoing, sustainable, business platform. (Jones, 2011). Leadership skills may be the most important skill set to support the growth of a successful business venture(Shafer, 2012). Entrepreneurs come to find that passion, energy, and perseverance may not be enough to sustain an organization; they realize that leadership strategies are necessary skills to develop their business through the coming phase of organizational developmentThough leadership skills may not be a part of the entrepreneur’s capacity through the startup phase, they are skills that can be learned.
Link between entrepreneurship, leadership, and business success Individual’s historical and internal personal leadership experiences Subjective in nature (Byrd, 2010). Influenced by “conditioning, socialization and acculturation”. Behavioral traits are the tools the individual brings to the entrepreneurial stage.Analoui and Karami (2003) stated that success in business is probably most related to an individual’s leadership capacityCumulative economic effect entrepreneurs have on society are enormous Business development is considered the engine of economic expansion. Business, industry, and government all place a premium to encourage it.
Entrepreneurs generate economic utility generating revenue, jobs, economic expansion, and improved quality of living. Starting a business has never been the problem for entrepreneurs.
The PurposeThis qualitative study is to understand how business accelerator programs develop the entrepreneur’s leadership skills that support the development of their company’s organizational phase. Business accelerators provide structured leadership training that is necessary to develop the entrepreneur’s leadership skills to support this organizational development.
Learning while doing, learning from mistakes, and learning to do it all over again (He, 2013). Experiential development helps the individual grow into a balanced leader. This accumulated know-how helps to develop a high level of leadership agility and competency.
Entrepreneurial Leadership TheoryRelatively new theory where the two words have individually been well-established in the research separately but together they are not often combined to understand as one.
Entrepreneurs - presently involved or have recently graduated. WoodyObserve and interview.Four Individuals.Two different accelerator programs.Seattle metropolitan area.IRB approval will be required
Pre Interview – focus on leadership skills awareness, knowledge of, and trait identification.Observations – at the Accelerator program (1 – 2 hours) Sights, sounds, training methodologies, intensity, observable stressInterviews – at the entrepreneurs place of business ( 1- 2 hours) Clarification on Journal, other reflections.
The weekly questions will be semi-structured to focus the weekly journals. The comments will be interpreted and sorted into coded buckets or themes to help continue to focus on the research questions. Additionally, the information collected from the interviews will help to understand the details while observing the entrepreneurs. The analysis between the interviews, observations and the journals will be triangulated against literature, artifacts, video and audio components. These will validate and support the findings. New findings will be coded for further research. The strategy provides current real-life contemporary data between a phenomenon in the business world where the theories of entrepreneurship and leadership are learned simultaneously.
ContributionThis paper will attempt to make three contributions to the literature on entrepreneurship.Business accelerator programs are fairly new business operations and they fully support the entrepreneur’s world of getting a business into profitability quickly. Entrepreneurs = so this field will be more accessible to the general population, Business accelerator programs = so they may continue to learn and develop their specific brand of business development, (Roomi & Harrison, 2011, p. 31) Universities so they have the opportunity to develop entrepreneurial leadership education that would help “teach students to cultivate their entrepreneurial capability in leadership roles and their leadership capability in entrepreneurial contexts” (Roomi & Harrison, 2011, p. 31).